The 2016 Public Safety Summit: Building Capacity and Legitimacy the 2016 Public Safety Summit: Building Capacity and Legitimacy

The 2016 Public Safety Summit: Building Capacity and Legitimacy The 2016 Public Safety Summit: Building Capacity and Legitimacy Today’s public safety leaders often feel squeezed in a vise. On one side pressure is ramping up to respond to ever- more-complex crime and public safety threats such as natural disasters, violent extremism, and cybercrime. On the other side are pressing demands for citizen engagement, stakeholder collaboration, and community outreach. Policing leaders can feel torn: Should they focus on fighting crime efficiently? Or should they focus on growing public trust? Forward-thinking public safety leaders realize that to build legitimacy the answer is “yes” – to improving both crime prevention and public trust. Yet to accomplish both objectives, public safety leaders need to pursue innovations that increase organizational capacity. In a world of limited resources, finding the right mix of innovations will require grappling with tough questions. To help public safety leaders move forward on this challenge, Leadership for a Networked World and the Technology and Entrepreneurship Center at Harvard, in collaboration with Accenture, convened senior-most leaders for The 2016 Public Safety Summit: Building Capacity and Legitimacy. Held at Harvard University in Cambridge, Massachusetts, from April 29 – May 1, 2016, the Summit provided an unparalleled opportunity to learn from and work with policing and public safety peers, Harvard faculty and researchers, and select industry experts. Summit attendees dissected case studies and participated in peer-to-peer problem-solving and plenary sessions in an effort to learn and work together on four key leadership strategies: Convened by In collaboration with 2 The 2016 Public Safety Summit • Innovative approaches and operating models to reduce operational costs and complexity while increasing agility in policing structures, systems, and people. • Digital tools such as social media, data, and analytics to improve crime response and engage the community in the co-creation of public safety solutions. • New training methods to improve current capabilities and develop a pipeline for the leadership and skills needed in the future. • Techniques to build near-term operational capacity while simultaneously facilitating change and adapting organizational culture for the long-term. This report distills the key findings from the Summit. In particular, it features highlights from a special keynote address by Sir Bernard Hogan-Howe, Commissioner of the Metropolitan Police Service in London. The report also contains special sections on use-of-force policies and techniques to harness the power of data and analytics, as well as three noteworthy case presentations: • Kathleen O’Toole, Chief of the Seattle Police Department (SPD), and Principal Deputy Assistant Attorney General Vanita Gupta described how SPD, the Department of Justice, and others have partnered to make SPD a model for reform and drive positive, sustainable change. • Nóirín O’Sullivan, Commissioner of An Garda Síochána, Ireland’s national police force, explains how she and her team have transformed the agency and restored the faith of citizens, government agencies, and partners. • Dermot Shea, New York City Police Department’s (NYPD) Deputy Commissioner for Operations, described the evolution of CompStat 2.0 as part of a broader effort to revamp the department and bolster public trust. We hope this report offers new ideas, strategies, and insights to help public safety leaders lead their organizations to new levels of capacity and legitimacy. Building Capacity and Legitimacy 3 Contents Reflections from the Executive Director................................................................... 5 “The Importance of Collaboration”: Seeding Change and Creating Accountability in Seattle . 7 Leadership Lessons from Sir Bernard Hogan-Howe . .13 A Journey of Transformation in Ireland . 17 Panel Discussion on Use of Force .......................................................................23 A Time for New Measures: Introducing CompStat 2.0 and Broader Reform in New York City ....................29 Public Safety in a Digital World: Harnessing the Power of Data and Analytics . .35 Summary . .37 Acknowledgments ....................................................................................38 4 The 2016 Public Safety Summit Reflections from the Executive Director Noted philosopher John Rawls asserted that the first virtue of public institutions is justice—the measure of how society cooperates to distribute and protect rights, opportunities, and liberties. Yet we are living in a time when society is reexamining what it means to be just. In today’s world, the concept of justice is by most accounts expanding. In the United States, for example, courts have broadened the scope of the 14th Amendment, which reads in part, “nor shall any state deny to any person within its jurisdiction the equal protection of the laws.” Thus, we are in an environment with a larger and more complex set of issues and challenges requiring “equal protection” by public institutions—particularly law enforcement and public safety organizations. Compounding the challenge of achieving justice is the degree to which changing societal conditions impact what citizens and stakeholders view as “just” and “valuable.” As crime trends shift, as public sentiment changes, and as society expands the scope of equal protection, the nature and definition of “value” shift accordingly. The Environmental Change in the Last Five Years volume and velocity of this change is staggering. Ninety 74% percent of the attendees at the Public Safety Summit said they are facing significant or extreme change in their operating environment, and 95 percent anticipate significant or extreme change in the next five years. For public safety leaders, this means that achieving 14% 10% justice—and the institutional value and legitimacy 0% 0% that result from it—is based on three interdependent No Minor Moderate Signiﬁcant Extreme focuses: Change Change Change Change Change 1. Equally protecting citizens from ever-more-complex crime (a particularly important priority in a world with growing cybercrime, mental health problems, and domestic terrorism). 2. Equally protecting access to ever-more-robust rights, freedoms, and liberties. 3. Engaging with communities to define value and co-create solutions that build trust. The resulting imperative is that public safety leaders and stakeholders must continually adapt their organizations to new value propositions and methods of producing that value. To accomplish this, public safety organizations have to increase organizational capacity—the structures, systems, processes, and people that enable an organization to meet goals effectively and efficiently. What’s more, this capacity needs to be both static (i.e., able to be activated in real-time) and dynamic (i.e., able to grow and adapt over time). Building Capacity and Legitimacy 5 This is not an easy task. Ninety percent of the leaders at the Public Safety Summit said developing Environmental Change in the Next Five Years capacity in their organizations was “critical,” yet only 10 percent said they are “well prepared” to increase 90% capacity. There is much work to do. The focus of this year’s Summit was how to grow capacity in policing by working across boundaries— whether those boundaries are internal (i.e., across teams and units) or external (i.e., across agencies and sectors). The right amount of new capacity can often 5% 5% 0% 0% be found internally when an organization reorganizes No Minor Moderate Signiﬁcant Extreme or recombines best practices and innovations. But Change Change Change Change Change sometimes an organization has to reach outside its boundaries to bring in new ideas, technologies, collaborations, and people. These new capabilities— whether they are internal or external—then have to be integrated into the organization, which means leaders have to overcome an array of legal, structural, cultural, Importance of Increasing Capacity and political barriers. 43% There is much reason for hope. As the cases and 38% insights from this report show, there is enormous creativity and innovation in public safety. Together, we can create new operating models that will help public safety leaders respond to a new environment, adapt their organizations, and build the capacity that leads to 5% 5% 5% better justice, value, trust, and legitimacy. Please join us 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8 9 10 on this journey. Unimportant Critical With hope and resolve, All the best, Organizational Preparedness to Increase Capacity 67% Dr. Antonio M. Oftelie Executive Director, Leadership for a Networked World Fellow, Technology and Entrepreneurship Center at Harvard Harvard John A. Paulson School of Engineering and Applied Sciences 19% 10% 5% Not Somewhat Moderately Well Prepared Prepared Prepared Prepared 6 The 2016 Public Safety Summit “The Importance of Collaboration”: Seeding Change and Creating Accountability in Seattle In January 2016, Kathleen O’Toole, Chief of the Seattle Police Department (SPD), “I learned very early in my received wonderful, if startling news. White House officials wanted to know if career that the adversarial she would be interested in sitting in the First Lady’s box as an honored guest at President Obama’s final State of the Union address. approach doesn’t work, Nineteen months earlier, when O’Toole had become SPD’s chief, it would have that we really do need to been hard to imagine SPD receiving

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